Laws of Leadership

Some Leadership practices come natural to some people. Other practices can be learned. It is important for leaders to become familiar with leadership laws so they can be more purposeful in increasing their leadership potential. The discussions in this series are based on commentary in the Maxwell Leadership Bible. Reflection on these discussions can be an important tool in your personal leadership growth. Further insight into spiritual applications for each law can be gained by referencing The Maxwell Leadership Bible.

Law 1: The Law of Lid

The law of Lid says, "Leadership Ability Determines a Person's Level of Effectiveness".

How well you lead determines how much influence you will have. The more you wish to succeed in influencing others, the more you need to develop leadership skills. The good news is that leadership skills can be learned.

Series one in Towards Effective Leadership explored how we can plan for growth. Knowledge of our strengths and weaknesses can be powerful tools for personal and corporate growth.

Because leadership ability is the lid that determines your level of effectiveness, it is important to identify the things in life that determine leadership ability. Each of the things you identify has its own limiting factors or lid. Many lids come from outside the individual while others are within the individual. Some lids are helpful while others are limiting. Helpful lids support your goals and provide a good foundation for future growth. Having a good mentor, a supportive team and humility are three examples of positive lids. Improve on these things and you increase your leadership ability. Limiting lids stunt your growth. Anger, fear and impatience are examples of limiting lids. Lowering the influence of such things increases leadership potential. Lids that limit need to be minimized. Lids that assist need to be nurtured or lifted. Identification of both kinds of lids will form the foundation for personal leadership growth goals.

Law 2: The Law of Influence

The Law of Influence says, "The The level of your influence determines the level of your leadership ability".

What is influence? How do we becom influencial? If we say that Leadership is influence, we must have a basic understanding of the nature of influence. Even the most acclaimed leader does not have a great influence in all areas. In fact the influence that he now has came about as a result effort, time and experience. It is more about character and commitment than it is about titles and positions.

Remember, we all have influence. The key question is whether that influence is good or bad. Good leaders choose to be a positive influence. They choose to add value to others. This doesn't just happen. They seize every opportunity to encourage, teach and support individuals they come in contact with. Often when those opportunities don't present themselves, the leader plans the opportunities. Force, intimidation and manipulation are ineffective ways to gain influence. It is far more effective to motivate and honor those you wish to influence. The more you add value to others, the more likely they will support your initiatives.

With increased influence comes increased responsibilities. Responsibilities for your own character and actions. You have the responsibility to be dependable, timely, patient, loyal and credible. You must seek to be a good listener and be prepared to surround yourself with a team of people who complement your skills and provide sound you with sound advice. Don't underestimate the value of a good mentor and strategic connections.

With good planning comes success. The greater the successes the greater the opportunities to be successful.

Law 3: The Law of Process

The Law of Process says, "Leadership develops daily not in a day".

Being appointed to a leadership position doesn't always mean you are an effective leader. You don't just wake up one morning and have all the leadership skills you need to be a person of great influence. Granted, some people do start out with more leadership potential than others but truly great leaders develop into great leaders over time. It is a process.

John Maxwell writes; Starting out on the road of leadership development may look like this: I don't know what I know. I know what I don't know. I know and grow and it starts to grow. I simply go because of what I know.You start out identifying what you know and what you are lacking. This may require reading, mentoring, observation and experience. Your growth starts here and continues as you target improvement in areas of leadership where you are lacking. It is important to seize the opportunities available for growth. Associate with positive, knowledgeable and experienced people. As time progresses, you will gain the confidence to lead from greater knowledge and confidence.

The process never ends. You are constantly learning applying and reflecting upon leadership ability and experiences. Don't make the mistake of thinking you know it all and can apply what you do know. always reflect on your influence and constantly seek honest feedback.

Law 4: The Law of Navigation

The Law of Navigation says, "Anyone can steer the ship, but it takes a leader to chart the course".

Leaders are people of vision. Before they start on a mission they have already determined where they are going. Visionary leaders have plan for achieving the goal and realize that they cannot be fully successful on their own. They know they need a team to best accomplish their aim. Leaders know all plans do not unfold as planned. They are aware of obstacles to their vision and plan to avoid them. They are not discouraged by unforeseen obstacles but revisit their plan around such problems. They keep focused on the vision. People follow leaders who plan and are prepared.

Leaders who navigate well are encouragers who lead from a faith perspective. They always celebrate successes and are constantly casting the vision with enthusiasm and clarity. They know that prayer precedes planning. Whereas planning is important, we must never underestimate the power of faith. We need to trust God to lead and equip us.

Law 5: The Law of E. F. Hutton

The Law of E. F. Hutton says, "A shepherd gains an audience through Service".

A shepherd knows , loves, protects and leads his sheep. These attributes indicates that the shepherd is aware of the needs of the sheep and lives to meet those needs. Likewise a leader needs to develop a similar relationship with his team and those who come under his sphere of influence.Leaders are accountable people and are managers of the possessions placed in their care. As such, it is crucial that they are dependable and trustworthy. Waste is not acceptable.Leaders hold a vision and are able to communicate that vision to others.They are informed about the past, aware of the present situations and can communicate a path to the future. Leadership does not bring with it rights. Rather, with leadership comes sacrifice. Sacrifice to add value to those they lead. A leader is first of all a servant. This is one of the most important principles of leadership and often very difficult for many leaders to accept and apply. Only as we serve others do we truly gain people who will buy into a leaders vision.

Law 6: The Law of Solid Ground

The Law of Solid Ground says, "Trust is the Foundation of Leadership"

Each time you make a good leadership decision, to gain peoples trust. Trust must be built. You have to demonstrate that you are competent to do the job set before you. It is difficult to lead others in areas where you have not been yourself. Personal goal development can help you become competent in areas where you presently have weaknesses.

People gain confidence in you when your character has stood the test of time. No leader is perfect. However, it is important to note that leaders who are trusted more will be forgiven more. Forgiveness for skill weaknesses is more easily obtained than forgiveness for mistakes in character. Effective leaders are those who learn to identify character flaws and seek to correct them. Trust is more easily established as you make the right connections. People you connect have the power to add value to you. Good connections positively influence your leadership growth.

People will not continue to follow leaders who break trust with them. Leaders get in trouble when they fail to be honest and count on deception to gain advantage. Trusted leaders don't act impulsively and remain teachable.

Law 7: The Law of Intuition

The Law of Intuition says, "Leaders evaluate everything with a leadership bias".

Everyone has some intuition. A person's has the most intuition in their area of giftedness. If you have the gift of service, you will instinctively know when and how to help those in need. Some are born with great leadership intuition. Others have to word hard to achieve it. Most often one's ability to be intuitive comes from a combination of natural ability and learning.

Leadership intuition is difficult to teach. Modelling and experience are two tools which can help build the kind of informed intuition leaders need. Informed intuition helps the leader to asses a situation and work towards a required growth goal.

Successful leaders have the ability to step outside a situation. They can look at the situation, past and present, and determine the direction in which to lead. These leaders have the ability to see what others cannot see. We learn to trust them based on their record of successes. Intuition growth is often a function of faith. Intuitive people recognize that their ability is a gift and they are willing to act on what they believe to be right.

Intuitive leaders know the importance of casting vision for the organization and acknowledge the need to work with others to achieve the vision. Partners in teams with intuitive leaders should trust the leaders ability and work to support them in their vision.

Law 8: The Law of Magnetism

The law of magnetism says "Who you are is who you attract".

The most significant factor in attracting good people to your group does not depend so much on what you want but who you are. Every leader has some magnetism. The greater your charisma, the more and better equipped followers you can attract.

Not all leaders attract others in the same way. Some attract because of their intellectual ability, some attract on an emotional level and others follow because they will to do so. Truly effective leaders attract in a combination of ways.

Magnetism can be a good thing or it can be a bad thing. It depends upon how the leaders uses it. We should follow leaders whose motives and goals add positive value to the team and the mission.

It is important to attract both like-minded and complementary followers. We need team members who can share a common vision and have a mutual expectations. You need individuals who are eager to contribute to the cause and are people of commitment.

The level of magnetism never remains the same. If you magnetism is low, you can be encouraged by the fact that magnetism can be improved. You can take steps to nurture a vision, improve communication skills, gain experience, improve character and deepen faith. Strive to be a magnetic person.

Law 9: The Law of Connection

The Law of Connection says "Leaders touch a heart before they ask for a hand".

It is a mistake to communicate mainly though the group. The stronger the individual connection is, the more likely it is that the person will want to help the leader. It is the responsibility of the leader to make the initial step in making the connection. As the connections are made, loyalty increases, work ethic blooms and the vision becomes the team's vision. Connection involves giving of one's self.

We need to check our motivation before we engage others in the vision. Personal gain is not a basis for team building. Selfishness and insecurity lie at the basis of human failure. We need to be grateful for what we receive and be willing to share in success.

We must realize that leadership is a privilege.With privilege comes responsibility. We become responsible for continued personal growth and for the growth of others.

Connectivity is necessary for growth. The more we connect, the greater influence we possess. When we give, others give in return. Being open to meeting the needs of others draws them into wanting to assist you in meeting your vision. More success is achieved through a team effort than by individual effort alone. Consequently, success is magnified through improved connectivity.

Law 10: The Law of the Inner Circle

The Law of the Inner Circle says "A Leader's Potential Is Determined by Those Closest to Him.

Potential is determined by the sum of the potential of the team members. In fact potential is more than the sum total of the potential of the team members. The team can achieve more together than separately. Leaders need to find the best people they can find, help them grow and be willing to deligate as much as you can to them.

Associating with the right individuals can add great value to your team. Inner circle qualities include influence, networking, nurturing, empowering and resourcefulness. People of strong character can help you keep on the right course. Energetic people can help cover up a host of flaws. There is no substitute for intuitive, responsible, competent and loyal supporters.

Always take a good look around before you decide there aren't enough leaders to make up a valuable inner circle. When God wants you do accomplish a task, He always supplies the people needed to get the job done.

Law 11: The Law of Empowerment

The Law of Empowerment says, "Only Secure Leaders Give Power to Others".

Successful leaders are empowerers. We must work to develop others to take our positions. Ironically, the way to become indispensable is to become dispensable. Effective leaders add value to others. If we wish others to become all they are intended to be, we must eliminate barriers which hinder their progress.

Empowering others isn't a difficult task. It just involves putting others first. Start by expressing belief in people. This may require taking chances. Look for the potential in others and help them to see it as well. Leaders always remember the person who believed in them.

Endorse people to other leaders. One of the best things you can do as an empowering leader is to sing your people's praises to others. This simple action can build confidence in the person and establish credibility for him in the eyes of others. By doing so you increase his sphere of influence.

Being an empowering leader requires taking steps to help a potential leader reach his potential. Become an example for the potential leader and guide him in plannning his own personal growth. Establishing personal growth goals and implementing a good modelling procedure are tools to assist you.

Law 12: The Law of Reproduction

The Law of Reproduction says, "It takes a leader to raise up a leader".

If a mission is to continue, leaders need eventually to be replaced. The best person to perpetuate the leadership is the present leader. In fact, one of the legacies of an effective leader is the ability to replace himself in his leadership role. The first step in replacing yourself is to identify and recruit the right potential replacement. Your replacement will be an individual who has the hunger and giftedness for the role. When such a person makes himself available, he will benefit from the right example and equipment needed for the position.

The replacement needs to be empowered by the present leader and given the authority required to get the job done. Given the right experience and opportunities for application, the potential leader will grow in the leadership qualities required. His confidence can be strengthened by continued encouragement and affirmation. As you mentor and establish your replacement, he will by example learn the importance of replacing himself.

Law 13: The Law of Victory

The Law of Victory says "Leaders find a way for the team to win".

Successful leaders are distinctly different from leaders who experience failure. Successful leaders do not accept defeat. Defeat is an unacceptable outcome. Successful leaders find what it takes to be victorious and seek success with everything at their disposal.

The basic foundation to achieving victory is to achieve victory over self. Victorious leaders are open and teachable. They seek skills and information that will assist them in achieving their goals. To often leaders carry too much baggage from the past. Look at the lessons from past victories to help you become better equipped to address present and future obstacles.

There is often a personal cost associated with victory. We need to give up to go up. One of the greatest barriers to success is the reluctance to let go of things that presently occupy our time and talents. Every situation has a key to victory. Leaders must find the key to success in each situation.

To achieve breakthroughs, leaders may need to assist members of the team to experience needed breakthroughs in their lives. People are ripe for breakthrough when they hurt enough to need it, learn enough to want it or receive enough to be able to do it. As leaders, we need to provide learning opportunities, give needed resources and encouragement.

Above all, the foundation to achievement is prayer. Pray in all circumstances, demonstrate humility and be a transparent leader.

Law 14: The Law of Buy-in

The Law of Buy-in says, " People buy into the leader, then the Vision."

The greatest factor in achieving a vision is to secure the right leader. People often make the assumption that if a vision is good enough people will buy into it. The truth is that people follow a effective leader who promotes a good cause. People find it difficult to see beyond the person who stands behind the vision. The vision and the leader go together.

Not everyone can be an effective leader. Every vision requires a leader with the right attributes and skills to bring the vision into reality. A good leader needs to possess a good character and prove himself to those closest to him. A good character helps win and keep trust. Such a leader must have a calling on his life. This calling coupled with the proper degree of charisma will be a great asset in helping him rally his followers to move at the opportune time.

Always remember, it is not enough to see the vision, you must be able to communicate it to others.

Law 15: The Law of Big Mo

The Law of Big Mo says, "Momentum is a Leader's Best Friend".

It takes a leader to create momentum. Followers catch it. Managers can continue it once it is started. Creating momentum requires a motivator. All leaders are involved in change. Leaders create change. They put things in motion moving forward. With enough momentum, nearly any kind of change is possible.

A challenging time in which to continue momentum occurs when leadership changes. The new leader needs wisdom to make credible decisions to establish his credibility with those he leads. This starts with the leader surrounding himself with wise council.

The leader who is able to maintain momentum is one who accepts responsibility for momentum. He is the rudder that steers the boat. Constantly positive and enthusiastic, he considers his work to be the most important. He works with the best and expects the best from them.

No leader can ignore the impact of momentum. It is a choice issue. You must choose to have it and keep it moving in order to capitalize on its strength.

Law 16: The Law of Priorities

The Law of Priorities says, "Leaders understand tht activity is not necessarily accomplishment".

Good leaders never get to the point where they stop prioritizing. We always need to concentrate on the tasks that bring the greatest reward. Being spread out in your efforts reduces your productivity and ultimately the achievement of your mission.

When you know where you should be headed, your priorities become clear and your actions take on significance. Generally speaking, if you have great passion and a clear mission, you are engaged in focused action. When a need arises, you first determine the validity of the need. Even if the perceived need does not fit your priorities, it may be an opportunity to learn and grow. In such a case, the opportunity can be assigned to a competent person who can bring its benefits back to the group for application at a later date.

When identified, priorities are delegated to mature and capable people who have the right skill sets to accomplish the task. These individuals should be publicly confirmed and commissioned for the job. It is important to clearly communicate the task and the people who responsible for its completion so that the team and the organization can plainly see the leadership's direction.

There is a difference between activity and accomplishment. The Pareto Principle states, "20 percent of your priorities will give you 80 percent of your production if you spend your time, energy, money and personnel on the top 20 percent of your priorities". Ultimately, a leader's success depends on their people's success. Therefore leaders make it a point to help their people succeed.

Law 17: The Law of Sacrifice

The Law of Sacrifice says, "A Leader must give up to go up".

The higher a leader climbs, the greater the sacrifices he usually has to make. For leaders, the question becomes not what are my rights but what is the best thing to do for the growth of the team. It is a constant sacrifice. What are you willing to pay to become an effective leader? In pursing the vision, you need to constantly rally the team and place the vision and the team first.

Because sacrifice is difficult, it is important to discover how to make sacrificing easier without becoming bitter or resentful towards God and those you lead and serve? This can best be accomplished by by setting aside time to be alone with God. Admit your weaknesses and nurture a hunger for the things of God. When we are able to be broken of our wills and learn to address our fears, we can learn to trust in God's provisions. The life of a leader is one of trade-offs. Fulfilling God's purposes for your life may require you to give up things that may important to you.

Law 18: The Law of Timing

The Law of Sacrifice says, "When to lead is just as important as what to do and where to go".

Reading a situation and knowing what to do are not enough to make you succeed in leadership. Only the right action at the right time will give the best results. If you fail to seize the moment you may never reach the positive result. Often, doing the right thing may seem risky but often you assume greater risk by not taking action. If you don't take action, you may be replaced.

A positive reply to each of these questions will be a strong indicator that the timing is right: 1. Does a specific need exist? 2. Are there clear opportunities before you to meet the need? 3. Do your team see the same needs and opportunities? 4. Consider the successes you have experienced. Can you expect the same results? 5. Do you have the heart to take on the challenge?

Law 19: The Law of Explosive Growth

The Law of Explosive Growth says "To add growth, lead followers - to multiply, lead leaders.

You can reach a large vision only by focusing on explosive growth. Leaders who develop followers, grow their organization only one person at a time. Leaders who develop leaders multiply their growth. When you add a leader to your organization, you add all the followers of that leader. Adding a leader is like growing by adding teams instead of individuals.

To promote explosive growth you need to invest in people. Equip the followers you attract and mentor potential leaders you add to your team. In this way, you increase the potential of your membership's contribution to the team.

Consider the following differences between leaders who gather followers and leaders who develop leaders:1. Leaders who gather followers need to be needed, leaders who develop leaders what to be succeeded.2. Leaders who gather followers focus on people's weaknesses, leaders who develop leaders focus on people's strengths.3. Leaders who gather followers focus on the bottom 20%, Leaders who develop leaders focus on the top 20%.4. Leaders who gather followers treat everyone the same, Leaders who develop leaders treat people as individuals.5. Leaders who gather followers spend their time, Leaders who develop leaders invest their time.6. Leaders who gather followers ask for little commitment, Leaders who develop leaders ask for great commitment.7. Leaders who gather followers impact this generation, Leaders who develop leaders impact future generations.

Law 20: The Law of RespectThe Law of Respect says, "Pe0ple naturally follow leaders stronger than themselves".

When people gather for the first time in groups they observe who takes charge. The leaders who take charge have a direction to follow and quickly decide who they want to take with them. Generally, the least skilled follow those who are more skilled. Leaders who gain respect, respect themselves and others. They are individuals who have experienced success and have contributed to the success of others. They meet or exceed expectations and stand firm on their convictions. Respected leaders appear secure and mature.

Respect can come from various sources and be of different levels. Titles or job descriptions offer the lowest level of leadership and respect. Sometimes people follow because the want to. They give permission to be led. With this permission comes an increase level of respect. The third level of leadership and trust come from the things the person has accomplished. Leaders who develop leaders gain an even greater level of respect. Finally, when you spend your life developing individuals and organizations you make the greatest impact and gain the greatest respect just because of who you are.

Leaders who leave a legacy take a different approach. They lead with tomorrow as well as today in mind. Your ability s a leader will be judged by how well your people and organization do after you are gone.

To create legacy, you need to be strategic and intentional. The following guidelines can help you get started:

1. Decide what you will give up. Your life will not be fully your own.2. Take the initiative to start the process. 3. Select the right people and the right training for each person.4. Prepare to replace yourself.

You need a good method to grow good team members. Team members must be taught. Good teaching requires demonstration, experience and evaluation.